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178 T H E A P P L I C A T I O N O F E X P E R T I N T U I T I O N
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How is this different from brainstorming Osborn tells you to pick the problem beforehand. Dialogue applies instead to the more common situation where no one agrees on what the problem is. In the learning organization, dialogue aims for a common view of the problem. In the art of what works, dialogue searches through different problems to find one that the group can see how to solve. For that, you have to treat your own view as just one of many, like the rooms off a corridor that James describes for Pragmatism. You pick which room to enter not because it s yours, but because the group sees a solution inside it. And keep the group small. To involve a larger number of people, change some members from week to week or meet in subgroups. But in any one session, don t go over 10. Think of the numbers. In 1 hour, if 10 people talk for an equal amount of time, each one will be listening for 54 minutes and speaking for only 6. If there are 30 people in the room, each one will be listening for 58 minutes and speaking for only 2. That s a terrible bore. Five people at a time is even better, so that everyone listens for 48 minutes and speaks for 12. At least one person must attend all sessions. That person should write up the highlights of each session in less than a page and send it out to the wider group. That same person also can start each session with a reminder about presence of mind, past achievement, coup d oeil, and resolution. From week to week, you ll find that a solution and problem emerge that everyone sees how to work on. To use dialogue in the art of what works: Keep each meeting small and short. Remind the group how expert intuition works. Welcome all problems and all solutions. Change the group week by week, but update everyone. Include as many people as possible until you hit on the answer.
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Reengineering
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In the 1980s, advances in computer technology made it possible to eliminate assembly lines for paperwork. Instead of flowing from
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Arrows in the Quiver
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person to person, a document could stay in a central computer file, where many people work on it from their own desks. So administration for all kinds of business, and the core product of service companies, saved vast amounts of time. But to reap those savings, you had to reorganize who does what. The more complex the business, the greater the gain, but that meant more reorganization too. In Reengineering the Corporation, Michael Hammer and James Champy show you how to do it.25 When this book was written, American business was still feeling the crisis of competition with Japan, so the book carries a subtitle typical for the times: A Manifesto for Business Revolution. Today, reengineering is standard business practice. Everyone wants to take full advantage of computers for streamlining work. At first glance, reengineering seems counter to the art of what works. Hammer and Champy tell us that
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Reengineering a company means tossing aside old systems and starting over. It involves going back to the beginning and inventing a better way of doing work.
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Out with the old. In with the new. Yet their methods of doing so follow the art of what works. After all, expert intuition is the leading source of successful innovation. It s the best way to find the new. We see this right in their first example. IBM Credit needed 6 days on average, and sometimes 2 weeks, for a credit request to go through five steps and be returned to the sales representative as a quote letter. To find out how long it should take, two IBM managers walked a request from office to office, asking each person to handle the request right away instead of placing it in an inbox. Lo and behold, the whole chain took 90 minutes. So what did IBM do It taught a single generalist everything it was necessary to know in order to perform the five steps in 90 minutes. Exceptions took longer and went to specialists for treatment. But most cases proved routine. Each customer now knew exactly whom to talk to, someone who always knew the status of the account. IBM Credit did not solve its problem with analysis, design, or a plan. Walking a document from office to office is an age-old
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